The Effect of Organizational Culture, Mentoring, and Social Network on Career Success of Managerial Women

Lim, Hee Jung. 2009. Korean Organization & Management Studies 33(4): 95-120.

In Korea, the proportion of women in management is exceptionally small and a variety of barriers are placed in the women’s routes to career success. Women are isolated in a male-dominated culture and excluded from social networking system and mentoring. This paper has investigated the effect of three factors on career success of women in management, using the data of the Korean Women Manager Panel (KWMP) study (KWDI, 2007). A total of 2,361 managerial women were included in the final analysis. The results of this study are as follows: First, this study has revealed that organizational culture has influence on the career success of managerial women. A democratic and equitable organizational culture is positively related to managerial women’s career success. On the other hand, in a male-dominated organizational culture, managerial women have underdeveloped their career success. Second, the findings from this study have highlighted that the existence of mentor has an effect on the career success of women in management. Managerial women with mentors are likely to have better positions, higher wages, and greater career aspiration than those with no mentors. Finally, this study has supported that social network facilitates the career success of women. As managerial women have the variety of social network, both their position and wage are more increased. In addition, the wide range of social network ascends the career aspiration of women in management.


Gender Discrimination at Korean Workplace

Kim, Soohan & Dongeun Shin. 2014. Korean Journal of Sociology 48(4): 91-125.

Organizations generate and reproduce social inequality. We examine the effects of organizational structure and contexts on gender discrimination. More specifically, we examine five types of discriminations against women in Korean companies: job placement, training, evaluation, promotion, and payment. Our results-based on the data from a national representative data from 943 female managers-show that organizational contexts and practices play an important role in affecting gender discrimination. First, discrimination is more likely to take place in organizations with collective organizational culture. Top managers having the mind of gender equality reduce discrimination. Second, formalization of personnel practices reduces discrimination. Third, the representation of female in top management does not decrease the gender discrimination against women managers. Finally, it seems that diversity programs are ineffective on the prevention of discrimination. The findings carry implications for public policy.

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